Abstract
Many studies demonstrate the importance of communication in project performance. However, little is known about how project communication exerts its effects on the outcomes of capital projects that have a large impact on environmental and economic sustainability. Using a longitudinal survey and bootstrap-based structural-equation modeling, this study uncovers how project competencies and team innovative behavior affect the relationship between project communication and capital project performance. This study collects repeated measures from project managers at two time points: immediately after the initiation and planning stages end and immediately after project completion. Excluding responses with missing data, this study’s sample includes 108 capital projects. This study finds that project technical and managerial competencies completely mediate the relationship between project communication and project performance. This study also finds that team innovative behavior affects project performance through the mediating effect of project technical competence. Team innovative behavior also moderates the relationship between project technical competence and project performance. Project communication has the largest effect on project performance despite having the smallest direct effect; project managerial competence possesses the next-largest effect on project performance despite having the largest direct effect. This study discusses the managerial and research implications.
Highlights
IntroductionBusiness management literature shows the importance of effective communication in cultivating and sustaining value-enhancing organizational relationships [2]
Communication is critical in organizational life [1]
This study develops and examines the theory that effective project communication facilitates high-quality technical competence and managerial competence, which in turn raises project performance
Summary
Business management literature shows the importance of effective communication in cultivating and sustaining value-enhancing organizational relationships [2]. Research documents how important effective communication is to project performance (e.g., Chandrasekaran et al [4]; Chbaly et al [5]; Chen [6]; Diegmann et al [7]; Manata et al [8]; Nunes and Abreu [9]). Badir et al [10] employ case research to investigate a focal company in the alliance and subsequently develop a conceptual project framework. They conclude that a project’s team and leader empowerment have a significant impact on communication performance with strategic partners. Based on a study of 68 supply chain projects employing the partial least squares (PLS)
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